BD That Creates Momentum in a Low-Job-Flow Market

In this TRN World webinar, Jamie Burrows shared practical business development strategies that are helping recruitment businesses generate consistent momentum despite lower job flow. Drawing on current work with recruitment firms across the UK, Jamie challenged the assumption that today's market requires more activity. Instead, he argued that success comes from directing business development effort more intelligently and consistently.

The market hasn't disappeared - it has changed

It is easy to assume that a quieter hiring market means opportunities have dried up. However, the reality is more nuanced.

While vacancy numbers have flattened and candidate availability has increased, there are still sectors experiencing genuine shortages and businesses continuing to invest in hiring. The challenge is that opportunities are no longer evenly distributed.

This is a market that rewards precision.

In previous high-volume markets, recruiters could rely on activity alone. High call volumes and broad targeting often produced results simply because demand was strong. Today, that same approach consumes valuable time without delivering meaningful pipeline growth.

Rather than increasing business development activity, recruitment leaders should focus on improving where that activity is directed.

Replace bursts of activity with consistent rhythm

One of the biggest obstacles to sustainable business development is inconsistency.

Many consultants follow a familiar cycle. They increase business development when their pipeline is empty, secure a vacancy, stop prospecting to focus on delivery, and then return to business development once work begins to dry up again.

This creates an ongoing feast and famine pattern.

A more effective approach is to establish a weekly cadence that balances different types of business development activity.

Jamie outlined five areas that should form part of a consistent business development rhythm.

Reactivate existing opportunities

Winning new clients is important, but existing relationships often provide the quickest route to new business.

This includes:

• Re-engaging lapsed clients.
• Revisiting unsuccessful pitches.
• Following up on opportunities that narrowly failed.

Even lost placements can create future opportunities. If placements regularly fail within rebate periods across the market, today's unsuccessful opportunity may become tomorrow's vacancy.

Build referral networks intentionally

Many recruiters receive referrals without ever asking for them.

Satisfied clients often recommend trusted recruiters naturally, but there is significant value in making referrals part of a deliberate business development strategy.

Alongside requesting introductions, recruiters should identify advocates throughout client organisations. These individuals may not be hiring managers themselves, but they can influence decisions and strengthen internal credibility.

Maintain proactive outbound activity

Proactive business development remains essential, provided it is targeted.

Rather than relying on high-volume speculative activity, recruiters should focus on:

• Carefully targeted reverse marketing.
• Using successful client outcomes as case studies with similar organisations.
• Structured outreach campaigns when entering new markets.
• Developing relationships with senior professionals who may become future clients.

Quality of targeting is significantly more important than volume.

Invest in personal brand and inbound opportunities

Building visibility takes time.

Posting insights, sharing market knowledge and maintaining a consistent professional presence rarely produces immediate results, but sustained activity compounds over time.

Recruiters who remain visible throughout changing market conditions are more likely to generate inbound conversations when hiring demand returns.

Strengthen credibility through value

Business development is more effective when recruiters lead with expertise rather than sales messages.

Market reports, salary surveys and insight documents can all support conversations, but only when used strategically.

Rather than distributing content to an entire database, recruiters should create curiosity first, allowing prospects to request the information. This creates engagement while providing valuable buying signals.

Equally, involving clients and prospects in creating market reports provides meaningful reasons to build relationships before the content is even published.

Use market signals to prioritise effort

One of the strongest themes throughout the session was the importance of identifying genuine buying signals.

Instead of approaching every target company equally, recruiters should focus on organisations showing evidence that hiring activity is likely.

Signals might include:

• Business growth.
• Funding announcements.
• Senior appointments.
• Mergers or acquisitions.
• Project wins.
• Increasing recruitment activity.
• Skills shortages.

These signals provide recruiters with a credible reason for making contact.

Instead of opening conversations by asking whether a business is recruiting, recruiters can demonstrate awareness of recent developments and position themselves as informed market specialists.

Ultimately, every target organisation should answer two questions:

• Why this company?
• Why now?

If those questions cannot be answered clearly, the opportunity may not deserve immediate attention.

Qualify opportunities before investing time

Not every vacancy deserves the same level of effort.

Jamie encouraged recruitment businesses to qualify every opportunity at briefing stage using two measures:

• Commercial value.
• Probability of successfully filling the role.

Assessing these factors early allows consultants to prioritise opportunities objectively rather than emotionally.

Waiting until significant sourcing work has already taken place often leads to consultants continuing with difficult assignments simply because time has already been invested.

Clear qualification frameworks help teams focus effort where it is most likely to generate commercial return.

Build scorecards that reinforce the right behaviours

The strongest recruitment businesses measure more than activity.

Rather than focusing solely on calls made or CVs sent, leaders should scorecard behaviours that drive future performance.

Examples include:

• Consistency across business development activities.
• Use of market signals.
• Opportunity qualification.
• Follow-up processes.
• Pipeline health.

Measuring these behaviours creates better coaching conversations while encouraging consultants to build sustainable habits rather than chasing short-term activity targets.

Momentum comes from better decisions, not more activity

Lower job flow does not remove opportunity. It simply raises the standard required to find it.

Recruitment businesses that continue to perform well are not necessarily working harder than everyone else. They are directing their effort more effectively by maintaining consistent business development rhythms, targeting organisations showing genuine hiring signals and qualifying opportunities before committing significant time.

In a filtered market, sustainable growth comes from making smarter decisions about where to invest business development effort.

Speaker: Jamie Burrows - Training for Recruiters

For more information about Jamie Burrows, visit his Partner page here.